The unpredictable nature of most emergencies often puts us in dangerous situations. But today's technology has come far enough to inform, alert, secure and guide us through dangerous situation, if we happen to face any. Emergencies may come in the form of environmental or circumstantial problems. Therefore it is always better to accompany yourself with at least 5 apps that can help you in case of any emergency. Here is the list of top 5 emergency apps for Android."

So calling all developers: You can now (probably, maybe) run your Android apps on just about anything—Android, Chrome OS, Windows, Mac, and Linux—provided you fiddle with the ARC Welder and submit your app to the Chrome Web Store.

The App Runtime for Chrome and Native Client are hugely important projects because they potentially allow Google to push a "universal binary" strategy on developers. "Write your app for Android, and we'll make it run on almost every popular OS! (other than iOS)" Google Play Services support is a major improvement for ARC and signals just how ambitious this project is. Some day it will be a great sales pitch to convince developers to write for Android first, which gives them apps on all these desktop OSes for free.

Thanks Marbux. ARC appears to be an extraordinary technology. Funny but Florian has been pushing Native Client (NaCL) since it was first ported from Firefox to Chrome. Looks like he was right.

"In September, Google launched ARC-the "App Runtime for Chrome,"-a project that allowed Android apps to run on Chrome OS. A few days later, a hack revealed the project's full potential: it enabled ARC on every "desktop" version of Chrome, meaning you could unofficially run Android apps on Chrome OS, Windows, Mac OS X, and Linux. ARC made Android apps run on nearly every computing platform (save iOS).

ARC is an early beta though so Google has kept the project's reach very limited-only a handful of apps have been ported to ARC, which have all been the result of close collaborations between Google and the app developer. Now though, Google is taking two big steps forward with the latest developer preview: it's allowing any developer to run their app on ARC via a new Chrome app packager, and it's allowing ARC to run on any desktop OS with a Chrome browser.

ARC runs Windows, Mac, Linux, and Chrome OS thanks to Native Client (abbreviated "NaCL"). NaCL is a Chrome sandboxing technology that allows Chrome apps and plugins to run at "near native" speeds, taking full advantage of the system's CPU and GPU. Native Client turns Chrome into a development platform, write to it, and it'll run on all desktop Chrome browsers. Google ported a full Android stack to Native Client, allowing Android apps to run on most major OSes.

With the original ARC release, there was no official process to getting an Android app running on the Chrome platform (other than working with Google). Now Google has released the adorably-named ARC Welder, a Chrome app which will convert any Android app into an ARC-powered Chrome app. It's mainly for developers to package up an APK and submit it to the Chrome Web Store, but anyone can package and launch an APK from the app directly."

Accomplishing the goal of a high-speed, responsive Web experience without loading JavaScript "could probably be done by linking anchor elements to JSON/XML (or a new definition) API endpoints [and] having the browser internally load the data into a new data structure," the proposal states.

The initial data and standard error responses could be in header fixtures, which could be replaced later if so desired. "The HTML body thus becomes a templating language with all the content residing in the fixtures that can be dynamically reloaded without JavaScript."

"A W3C (World Wide Web Consortium) mailing list post entitled "HTML6 proposal for single-page Web apps without JavaScript" details the proposal, dated March 20. "The overall purpose [of the plan] is to reduce response times when loading Web pages," said Web developer Bobby Mozumder, editor in chief of FutureClaw magazine, in an email. "This is the difference between a 300ms page load vs 10ms. The faster you are, the better people are going to feel about using your Website."

The proposal cites a standard design pattern emerging via front-end JavaScript frameworks where content is loaded dynamically via JSON APIs. "This is the single-page app Web design pattern," said Mozumder. "Everyone's into it because the responsiveness is so much better than loading a full page -- 10-50ms with a clean API load vs. 300-1500ms for a full HTML page load. Since this is so common now, can we implement this directly in the browsers via HTML so users can dynamically run single-page apps without JavaScript?"

Accomplishing the goal of a high-speed, responsive Web experience without loading JavaScript "could probably be done by linking anchor elements to JSON/XML (or a new definition) API endpoints [and] having the browser internally load the data into a new data structure," the proposal states. The browser "then replaces DOM elements with whatever data that was loaded as needed." The initial data and standard error responses could be in header fixtures, which could be replaced later if so desired. "The HTML body thus becomes a templating language with all the content residing in the fixtures that can be dynamically reloaded without JavaScript."

JavaScript frameworks and JavaScript are leveraged for loading now, but there are issues with these, Mozumder explained. "Should we force millions of Web developers to learn JavaScript, a framework, and an associated templating language if they want a speedy, responsive Web site out-of-the-box? This is a huge barrier for beginners, and right n

"The free OpenCalais service and open API is the fastest way to tag the people, places, facts and events in your content. It can help you improve your SEO, increase your reader engagement, create search-engine-friendly 'topic hubs' and streamline content operations - saving you time and money.

OpenCalais is free to use in both commercial and non-commercial settings, but can only be used on public content (don't run your confidential or competitive company information through it!). OpenCalais does not keep a copy of your content, but it does keep a copy of the metadata it extracts there from.

To repeat, OpenCalais is not a private service, and there is no secure, enterprise version that you can buy to operate behind a firewall. It is your responsibility to police the content that you submit, so make sure you are comfortable with our Terms of Service (TOS) before you jump in.

You can process up to 50,000 documents per day (blog posts, news stories, Web pages, etc.) free of charge. If you need to process more than that - say you are an aggregator or a media monitoring service - then see this page to learn about Calais Professional. We offer a very affordable license.

OpenCalais' early adopters include CBS Interactive / CNET, Huffington Post, Slate, Al Jazeera, The New Republic, The White House and more. Already more than 30,000 developers have signed up, and more than 50 publishers and 75 entrepreneurs are using the free service to help build their businesses.

You can read about the pioneering work of these publishers, entrepreneurs and developers here.

To get started, scroll to the bottom section of this page. To build OpenCalais into an existing site or publishing platform (CMS), you will need to work with your developers.

Why OpenCalais Matters

The reason OpenCalais - and so-called "Web 3.0" in general (concepts like the Semantic Web, Linked Data, etc.) - are important is that these technologies make it easy to automatically conne

"Sam Norton * Coding, Design * February 16, 2015 * 8 Comments Responsive Web Design isn't just about columns, grids, images and icons. All of this will not make sense without text for content. As Bill Gates once said "Content is King."

When it comes to content, we need to talk about web typography. Looking at modern web design trends, having responsive typography is a big factor every web designer and web developer shouldn't miss.

Here, we will discuss creating responsive web typography and factors you need to know about it.

Typography Basics

Good typography is all about selecting the right type for web or printed media. From font type, color of the text to the length and font-size on different viewports, good typography ensures that the final letter forms generate the highest quality end result.

Before we dive in to the process of creating successful responsive web typography, here are a few terms that you need to understand.

Charles King, an IT analyst who follows enterprise trends, says the big change is in IT. At one time, executives in charge of computing services were mostly concerned with operating systems and applications for massive throng of traditional business users. Those users have now flocked to mobile computing devices, but they still have a Windows PC sitting on their desk.

Today, Microsoft's lock (on the desktop, anyway) remains secure, even in the face of Apple's surge," King says. "Ironically enough, though, the open source model remains alive and well but mostly in the development of new standards and development platforms."

Can desktop Linux OS be saved?

Johnson says the best example of how to save Linux OS is the Chrome OS, an all-in-one laptop and desktop offering available through major consumer electronics companies such as LG (with their Chromebase all-in-one) and the Samsung Chromebook 2

The problem is that Chrome OS and Android aren't the same as Linux OS on the desktop. It's a complete reinvention. There are few Windows-like productivity apps and no knowledge worker apps designed for keyboard and mouse.

"For executives in charge of desktop deployments in a large company, Linux OS was once hailed as a saviour for corporate end users. With incredibly low pricing - free, with fee-based support plans, for example - distributions such as Ubuntu Desktop and SUSE Linux Enterprise offered a "good enough" user interface, along with plenty of powerful apps and a rich browser.

A few years ago, both Dell and HP jumped on the bandwagon; today, they still offer "developer" and "workstation" models that come pre-loaded with a Linux install. Plus, anyone who follows the Linux market knows that Google has reimagined Linux as a user-friendly tablet interface (the wildly popular Android OS) and a browser-only desktop variant (Chrome OS). Linux also shows up on countless connected home gadgets, fitness trackers, watches and other low-cost devices, mostly because OS costs are so low.

The desktop computing OS for end users has failed to capture any attention lately, though. Al Gillen, the programme vice president for servers and system software at IDC, says the Linux OS as a computing platform for end users is at least comatose - and probably dead. Yes, it has reemerged on Android and other devices, but it has gone almost completely silent as a competitor to Windows for mass deployment. As they say, you can hear the crickets chirping."

We need to look the world's dangers in the face. And we need to resolve that we will not allow the dangers of the world to freeze this country in its tracks. We need to recognize that antiquated laws will not keep the public safe. We need to recognize that laws that the rest of the world does not respect will ultimately undermine the fundamental ability of our own legal processes, law enforcement agencies and even the intelligence community itself. At the end of the day, we need to recognize... the one asset that the US has which is even stronger than our military might is our moral authority. And this decline in trust, has not only effected people's trust in American technology products. It has effected people's willingness to trust the leadership of the United States. If we are going to win the war on terror. If we are going to keep the public safe. If we are going to improve American competitiveness, we need Congress to stay on the path it's set. We need Congress to finish in December the job the President put before Congress in January.

"Nothing necessarily earth-shattering was said by anyone, but it did involve a series of high powered tech execs absolutely slamming the NSA and the intelligence community, and warning of the vast repercussions from that activity, up to and including potentially splintering or "breaking" the internet by causing people to so distrust the existing internet, that they set up separate networks on their own.

The execs repeated the same basic points over and over again. They had been absolutely willing to work with law enforcement when and where appropriate based on actual court orders and review -- but that the government itself completely poisoned the well with its activities, including hacking into the transmission lines between overseas datacenters. Thus, as Eric Schmidt noted, if the NSA and other law enforcement folks are "upset" about Google and others suddenly ramping up their use of encryption and being less willing to cooperate with the government, they only have themselves to blame for completely obliterating any sense of trust.

Microsoft's Brad Smith, towards the end, made quite an impassioned plea -- it sounded more like a politician's stump speech -- about the need for rebuilding trust in the internet. It's at about an hour and 3 minutes into the video. He points out that while people had expected Congress to pass the USA Freedom Act, the rise of ISIS and other claimed threats has some people scared, but, he notes: We need to look the world's dangers in the face. And we need to resolve that we will not allow the dangers of the world to freeze this country in its tracks. We need to recognize that antiquated laws will not keep the public safe. We need to recognize that laws that the rest of the world does not respect will ultimately undermine the fundamental ability of our own legal processes, law enforcement agencies and even the intelligence community itself. At the end of the day, we need to recognize... the one asset that the US has which is even stron

he new world of computing is a radical break from the past. That’s because of the growth of mobile devices and cloud computing. In the old world, corporations owned and ran Windows P.C.’s and Window servers in their own facilities, with the necessary software installed on them. Everyone used Windows, so everything was developed for Windows. It was a virtuous circle for Microsoft.

Now the processing power is in the cloud, and very sophisticated applications, from e-mail to tools you need to run a business, can be run by logging onto a Web site, not from pre-installed software. In addition, the way we work (and play) has shifted from P.C.’s to mobile devices—where Android and Apple’s iOS each outsell Windows by more than 10 to 1. Why develop software to run on Windows if no one is using Windows? Why use Windows if nothing you want can run on it? The virtuous circle has turned vicious.

Part of why Microsoft failed with devices is that competitors upended its business model. Google doesn’t charge for the operating system. That’s because Google makes its money on search. Apple can charge high prices because of the beauty and elegance of its devices, where the software and hardware are integrated in one gorgeous package. Meanwhile, Microsoft continued to force outside manufacturers, whose products simply weren’t as compelling as Apple’s, to pay for a license for Windows. And it didn’t allow Office to be used on non-Windows phones and tablets. “The whole philosophy of the company was Windows first,” says Heather Bellini, an analyst at Goldman Sachs. Of course it was: that’s how Microsoft had always made its money.

Right now, Windows itself is fragmented: applications developed for one Windows device, say a P.C., don’t even necessarily work on another Windows device. And if Microsoft develops a new killer application, it almost has to be released for Android and Apple phones, given their market dominance, thereby strengthening those eco-systems, too.

At its core, Azure uses Windows server technology. That helps existing Windows applications run seamlessly on Azure. Technologists sometimes call what Microsoft has done a “hybrid cloud” because companies can use Azure alongside their pre-existing on-site Windows servers. At the same time, Nadella also to some extent has embraced open-source software—free code that doesn’t require a license from Microsoft—so that someone could develop something using non-Microsoft technology, and it would run on Azure. That broadens Azure’s appeal.

“In some ways the way people think about Bill and Steve is almost a Rorschach test.” For those who romanticize the Gates era, Microsoft’s current predicament will always be Ballmer’s fault. For others, it’s not so clear. “He left Steve holding a big bag of shit,” the former executive says of Gates. In the year Ballmer officially took over, Microsoft was found to be a predatory monopolist by the U.S. government and was ordered to split into two; the cost of that to Gates and his company can never be calculated. In addition, the dotcom bubble had burst, causing Microsoft stock to collapse, which resulted in a simmering tension between longtime employees, whom the company had made rich, and newer ones, who had missed the gravy train.

Nadella lived this dilemma because his job at Microsoft included figuring out the cloud-based future while maintaining the highly profitable Windows server business. And so he did a bunch of things that were totally un-Microsoft-like. He went to talk to start-ups to find out why they weren’t using Microsoft. He put massive research-and-development dollars behind Azure, a cloud-based platform that Microsoft had developed in Skunk Works fashion, which by definition took resources away from the highly profitable existing business.

Microsoft’s historical reluctance to open Windows and Office is why it was such a big deal when in late March, less than two months after becoming C.E.O., Nadella announced that Microsoft would offer Office for Apple’s iPad. A team at the company had been working on it for about a year. Ballmer says he would have released it eventually, but Nadella did it immediately. Nadella also announced that Windows would be free for devices smaller than nine inches, meaning phones and small tablets. “Now that we have 30 million users on the iPad using it, that is 30 million people who never used Office before [on an iPad,]” he says. “And to me that’s what really drives us.” These are small moves in some ways, and yet they are also big. “It’s the first time I have listened to a senior Microsoft executive admit that they are behind,” says one institutional investor. “The fact that they are giving away Windows, their bread and butter for 25 years—it is quite a fundamental change.”

And whoever does the best job of building the right software experiences to give both organizations and individuals time back so that they can get more out of their time, that’s the core of this company—that’s the soul. That’s what Bill started this company with. That’s the Office franchise. That’s the Windows franchise. We have to re-invent them. . . . That’s where this notion of re-inventing productivity comes from.”

Ballmer might be a complicated character, but he has nothing on Gates, whose contradictions have long fascinated Microsoft-watchers. He is someone who has no problem humiliating individuals—he might not even notice—but who genuinely cares deeply about entire populations and is deeply loyal. He is generous in the biggest ways imaginable, and yet in small things, like picking up a lunch tab, he can be shockingly cheap. He can’t make small talk and can come across as totally lacking in E.Q. “The rules of human life that allow you to get along are not complicated,” says one person who knows Gates. “He could write a book on it, but he can’t do it!”

At the Microsoft board meeting in late June 2013, Ballmer announced he had a handshake deal with Nokia’s management to buy the company, pending the Microsoft board’s approval, according to a source close to the events. Ballmer thought he had it and left before the post-board-meeting dinner to attend his son’s middle-school graduation. When he came back the next day, he found that the board had pulled a coup: they informed him they weren’t doing the deal, and it wasn’t up for discussion. For Ballmer, it seems, the unforgivable thing was that Gates had been part of the coup, which Ballmer saw as the ultimate betrayal.

And the original idea of having great software people and broad software products and Office being the primary tool that people look to across all these devices, that’ s as true today and as strong as ever.”

But he combines that with flashes of insight and humor that leave some wondering whether he can’t do it or simply chooses not to, or both. His most pronounced characteristic shouldn’t be simply labeled a competitive streak, because it is really a fierce, deep need to win. The dislike it bred among his peers in the industry is well known—“Silicon Bully” was the title of an infamous magazine story about him. And yet he left Microsoft for the philanthropic world, where there was no one to bully, only intractable problems to solve.

“The Irrelevance of Microsoft” is actually the title of a blog post by an analyst named Benedict Evans, who works at the Silicon Valley venture-capital firm Andreessen Horowitz. On his blog, Evans pointed out that Microsoft’s share of all computing devices that we use to connect to the Internet, including P.C.’s, phones, and tablets, has plunged from 90 percent in 2009 to just around 20 percent today. This staggering drop occurred not because Microsoft lost ground in personal computers, on which its software still dominates, but rather because it has failed to adapt its products to smartphones, where all the growth is, and tablets.

The board told Ballmer they wanted him to stay, he says, and they did eventually agree to a slightly different version of the deal. In September, Microsoft announced it was buying Nokia’s devices-and-services business for $7.2 billion. Why? The board finally realized the downside: without Nokia, Microsoft was effectively done in the smartphone business. But, for Ballmer, the damage was done, in more ways than one. He now says it became clear to him that despite the lack of a new C.E.O. he couldn’t stay. Cultural change, he decided, required a change at the top, and, he says,“there was too much water under the bridge with this board.” The feeling was mutual. As a source close to Microsoft says, no one, including Gates, tried to stop him from quitting.

in Wall Street’s eyes, Nadella can do no wrong. Microsoft’s stock has risen 30 percent since he became C.E.O., increasing its market value by $87 billion. “It’s interesting with Satya,” says one person who observes him with investors. “He is not a business guy or a financial analyst, but he finds a common language with investors, and in his short tenure, they leave going, Wow.” But the honeymoon is the easy part.

“He was so publicly and so early in life defined as the brilliant guy,” says a person who has observed him. “Anything that threatens that, he becomes narcissistic and defensive.” Or as another person puts it, “He throws hissy fits when he doesn’t get his way.”

round three-quarters of Microsoft’s profits come from the two fabulously successful products on which the company was built: the Windows operating system, which essentially makes personal computers run, and Office, the suite of applications that includes Word, Excel, and PowerPoint. Financially speaking, Microsoft is still extraordinarily powerful. In the last 12 months the company reported sales of $86.83 billion and earnings of $22.07 billion; it has $85.7 billion of cash on its balance sheet. But the company is facing a confluence of threats that is all the more staggering given Microsoft’s sheer size. Competitors such as Google and Apple have upended Microsoft’s business model, making it unclear where Windows will fit in the world, and even challenging Office. In the Valley, there are two sayings that everyone regards as truth. One is that profits follow relevance. The other is that there’s a difference between strategic position and financial position. “It’s easy to be in denial and think the financials reflect the current reality,” says a close observer of technology firms. “They do not.”

As much as naysayers like to proclaim Office is dying, people still overwhelmingly use it at home and at work. Office is supported at virtually every organization. Our survey of Forrester clients at the end of last year showed strong strides by Google Docs with 13% of firms using it.* However, the caveat is companies that have gone Google are using Docs to complement Office with collaboration features and mobile support, not to replace it.

The most limitations are in Excel, which doesn’t support macros, and which shows, but does not let you create new pivot tables. It will apply existing, but not let you define new conditional formatting. The Word app will render, but not let you create new SmartArt. This follows a similar paradigm to the web apps.

Yes, because editing using Office for iPad — like the smartphone apps for iOS — is only available to Office 365 subscribers. Viewing, however, is free, including the ability to present using the PowerPoint app.

Our survey of Forrester clients at the end of last year showed 14% were using Office 365. Most information workers — even those with iPads — won’t yet be able to edit documents on their tablets.

Good review comparing the leaders in the sync-share-store file category. Some very interesting comments from users in the pro-con sections.

"Dropbox, Box, OneDrive and Google Drive are among the most popular cloud services for storing, syncing and sharing files. Picking the best service for your organization can be a challenge, but this guide will help determine which cloud service is right for you."

The change in the law wrought by the Federal Circuit can also be viewed substantively through the controversy over software patents. Throughout the 1960s, the USPTO refused to award patents for software innovations. However, several of the USPTO’s decisions were overruled by the patent-friendly U.S. Court of Customs and Patent Appeals, which ordered that software patents be granted. In Gottschalk v. Benson (1972) and Parker v. Flook (1978), the U.S. Supreme Court reversed the Court of Customs and Patent Appeals, holding that mathematical algorithms (and therefore software) were not patentable subject matter. In 1981, in Diamond v. Diehr, the Supreme Court upheld a software patent on the grounds that the patent in question involved a physical process—the patent was issued for software used in the molding of rubber. While affirming their prior ruling that mathematical formulas are not patentable in the abstract, the Court held that an otherwise patentable invention did not become unpatentable simply because it utilized a computer.

In the hands of the newly established Federal Circuit, however, this small scope for software patents in precedent was sufficient to open the floodgates. In a series of decisions culminating in State Street Bank v. Signature Financial Group (1998), the Federal Circuit broadened the criteria for patentability of software and business methods substantially, allowing protection as long as the innovation “produces a useful, concrete and tangible result.” That broadened criteria led to an explosion of low-quality software patents, from Amazon’s 1-Click checkout system to Twitter’s pull-to-refresh feature on smartphones. The GAO estimates that more than half of all patents granted in recent years are software-related. Meanwhile, the Supreme Court continues to hold, as in Parker v. Flook, that computer software algorithms are not patentable, and has begun to push back against the Federal Circuit. In Bilski v. Kappos (2010), the Supreme Court once again held that abstract ideas are not patentable, and in Alice v. CLS (2014), it ruled that simply applying an abstract idea on a computer does not suffice to make the idea patent-eligible. It still is not clear what portion of existing software patents Alice invalidates, but it could be a significant one.

As a result of the Federal Circuit’s pro-patent jurisprudence, our economy has been flooded with patents that would otherwise not have been granted. If more patents meant more innovation, then we would now be witnessing a spectacular economic boom. Instead, we have been living through what Tyler Cowen has called a Great Stagnation. The fact that patents have increased while growth has not is known in the literature as the “patent puzzle.” As Michele Boldrin and David Levine put it, “there is no empirical evidence that [patents] serve to increase innovation and productivity, unless productivity is identified with the number of patents awarded—which, as evidence shows, has no correlation with measured productivity.”

Software patents have characteristics that make them particularly susceptible to litigation. Unlike, say, chemical patents, software patents are plagued by a problem of description. How does one describe a software innovation in such a way that anyone searching for it will easily find it? As Christina Mulligan and Tim Lee demonstrate, chemical formulas are indexable, meaning that as the number of chemical patents grow, it will still be easy to determine if a molecule has been patented. Since software innovations are not indexable, they estimate that “patent clearance by all firms would require many times more hours of legal research than all patent lawyers in the United States can bill in a year. The result has been an explosion of patent litigation.” Software and business method patents, estimate James Bessen and Michael Meurer, are 2 and 7 times more likely to be litigated than other patents, respectively (4 and 13 times more likely than chemical patents).

Trolls use asymmetries in the rules of litigation to legally extort millions of dollars from innocent parties. For example, one patent troll, Innovatio IP Ventures, LLP, acquired patents that implicated Wi-Fi. In 2011, it started sending demand letters to coffee shops and hotels that offered wireless Internet access, offering to settle for $2,500 per location. This amount was far in excess of the 9.56 cents per device that Innovatio was entitled to under the “Fair, Reasonable, and Non-Discriminatory” licensing promises attached to their portfolio, but it was also much less than the cost of trial, and therefore it was rational for firms to pay. Cisco stepped in and spent $13 million in legal fees on the case, and settled on behalf of their customers for 3.2 cents per device. Other manufacturers had already licensed Innovatio’s portfolio, but that didn’t stop their customers from being targeted by demand letters.

Litigation cost asymmetries are magnified by the fact that most patent trolls are nonpracticing entities. This means that when patent infringement trials get to the discovery phase, they will cost the troll very little—a firm that does not operate a business has very few records to produce.

But discovery can cost a medium or large company millions of dollars. Using an event study methodology, James Bessen and coauthors find that infringement lawsuits by nonpracticing entities cost publicly traded companies $83 billion per year in stock market capitalization, while plaintiffs gain less than 10 percent of that amount.

Software patents also reduce innovation in virtue of their cumulative nature and the fact that many of them are frequently inputs into a single product. Law professor Michael Heller coined the phrase “tragedy of the anticommons” to refer to a situation that mirrors the well-understood “tragedy of the commons.” Whereas in a commons, multiple parties have the right to use a resource but not to exclude others, in an anticommons, multiple parties have the right to exclude others, and no one is therefore able to make effective use of the resource. The tragedy of the commons results in overuse of the resource; the tragedy of the anticommons results in underuse.

In order to cope with the tragedy of the anticommons, we should carefully investigate the opportunity of the commons. The late Nobelist Elinor Ostrom made a career of studying how communities manage shared resources without property rights. With appropriate self-governance institutions, Ostrom found again and again that a commons does not inevitably lead to tragedy—indeed, open access to shared resources can provide collective benefits that are not available under other forms of property management.

Advocates of extensive patent protection frequently treat the commons as a kind of wasteland. But considering the problems in our patent system, it is worth looking again at the role of well-tailored limits to property rights in some contexts. Just as we all benefit from real property rights that no longer extend to the highest heavens, we would also benefit if the scope of patent protection were more narrowly drawn.

This analysis raises some obvious possibilities for reforming the patent system. Diane Wood, Chief Judge of the 7th Circuit, has proposed ending the Federal Circuit’s exclusive jurisdiction over patent appeals—instead, the Federal Circuit could share jurisdiction with the other circuit courts. While this is a constructive suggestion, it still leaves the door open to the Federal Circuit playing “a leading role in shaping patent law,” which is the reason for its capture by patent interests. It would be better instead simply to abolish the Federal Circuit and return to the pre-1982 system, in which patents received no special treatment in appeals. This leaves open the possibility of circuit splits, which the creation of the Federal Circuit was designed to mitigate, but there are worse problems than circuit splits, and we now have them.

Another helpful reform would be for Congress to limit the scope of patentable subject matter via statute. New Zealand has done just that, declaring that software is “not an invention” to get around WTO obligations to respect intellectual property. Congress should do the same with respect to both software and business methods.

Finally, even if the above reforms were adopted, there would still be a need to address the asymmetries in patent litigation that result in predatory “troll” lawsuits. While the holding in Alice v. CLS arguably makes a wide swath of patents invalid, those patents could still be used in troll lawsuits because a ruling of invalidity for each individual patent might not occur until late in a trial. Current legislation in Congress addresses this class of problem by mandating disclosures, shifting fees in the case of spurious lawsuits, and enabling a review of the patent’s validity before a trial commences.

What matters for prosperity is not just property rights in the abstract, but good property-defining institutions. Without reform, our patent system will continue to favor special interests and forestall economic growth.

"Libertarians intuitively understand the case for patents: just as other property rights internalize the social benefits of improvements to land, automobile maintenance, or business investment, patents incentivize the creation of new inventions, which might otherwise be undersupplied.

So far, so good. But it is important to recognize that the laws that govern property, intellectual or otherwise, do not arise out of thin air. Rather, our political institutions, with all their virtues and foibles, determine the contours of property-the exact bundle of rights that property holders possess, their extent, and their limitations.

Outlining efficient property laws is not a trivial problem. The optimal contours of property are neither immutable nor knowable a priori. For example, in 1946, the U.S. Supreme Court reversed the age-old common law doctrine that extended real property rights to the heavens without limit. The advent of air travel made such extensive property rights no longer practicable-airlines would have had to cobble together a patchwork of easements, acre by acre, for every corridor through which they flew, and they would have opened themselves up to lawsuits every time their planes deviated from the expected path. The Court rightly abridged property rights in light of these empirical realities.

In defining the limits of patent rights, our political institutions have gotten an analogous question badly wrong. A single, politically captured circuit court with exclusive jurisdiction over patent appeals has consistently expanded the scope of patentable subject matter. This expansion has resulted in an explosion of both patents and patent litigation, with destructive consequences.

"Right now there is a huge arms race between Apple, Google, Microsoft, and now Amazon has thrown their hat in the ring," said Vineet Jain, co-founder and CEO of Egnyte, a Mountain View company that sells software that allows companies to store data both in the cloud and on premise. "These four guys are capable of making it free or nearly free, and the price points that you're seeing from these vendors such as Box will have to come down, or they will have a shrinking user base. You cannot out-compete Microsoft and Google on price -- you just can't."

For Box and Dropbox -- and the investors who have poured millions of dollars into them -- there's a lot of money on the line. In 2013, cloud storage companies raised $1.2 billion from venture capitalists, compared to $427 million in 2010 and $185 million in 2009, according to the Dow Jones. Silicon Valley cloud storage companies accounted for 14 of the top 20 venture-backed deals, with Box leading with more than $350 million in funds raised; Dropbox raised $250 million.

"The problem is pricing on storage has just been collapsing," said Randy Chou, CEO and co-founder of Panzura, which sells hardware and software that allows businesses to collaborate on massive documents, and counts Electronic Arts and the U.S. Department of Justice among its customers. "Whatever anyone is paying today, they'll pay half next year, and half the year after that."

Commentary on the expected Box and Dropbox IPO, which are being delayed. The author explains the delay, but misses the incredibl eimpact Office 365 is having on the mobile Cloud Productivity platform. And this is the platform war of all wars. It is the race to dominate the 3rd Wave of computing.

"It wasn't long ago that cloud storage companies such as Box and Dropbox were among the hottest startups in Silicon Valley, blessed with vast amounts of venture capital and poised to go public in blockbuster IPOs.

But now, thanks to a price war launched by Google, Amazon and other tech giants, almost anyone with a laptop or tablet can get cloud storage for less than the price of a latte.

That means Box and Dropbox, which sell software for businesses and consumers to store and use files on the Internet rather than a machine, are confronting a precarious future: They must figure out how to go head-to-head with the world's most powerful tech companies. The jockeying has forced both startups to rethink their plans to go public -- Box filed for an IPO in March, but has delayed trading, and Dropbox, once poised to be one of the biggest tech IPOs of the year, may not have a public offering in its immediate future."

The biggest advantage of startups, in Mueller's opinion? "They have no technical historical burden, and they don't care about many technical dependencies. They deliver easy-to-use technology with relatively simple but powerful integration options."

Part of that shift is simple: The business side sees what technology can do, and it's banging on IT's door, demanding ... what? Not new drop-down menus in the same-old ERP application, but rather state-of-the-art, cutting-edge, ain't-that-cool innovation. The landscape is wide open: Innovation can come in the form of new technologies, such as the Internet of Things, or from mobility, the cloud, virtualization -- in fact, from anywhere an enterprise vendor isn't filling a need. The easiest place to find that? Startups.

Ravi Belani is managing partner at Alchemist Accelerator, a Palo Alto, Calif.-based venture-backed initiative focused on accelerating startups whose revenue comes from enterprises rather than consumers. He says, "The innovation that used to come out of big software houses isn't there anymore, while the pace of innovation in technology is accelerating."

He acknowledges that there has been a longtime concern with startups about the ability of their applications to scale, but given startups' ability to build their software on robust infrastructure platforms using IaaS or PaaS, and then deploy them via SaaS, "scalability isn't as big a deal as it used it be. It costs $50,000 today to do what you needed $50 million to do ten years ago. That means it takes less capital today to create the same innovation. Ten years ago, that was a moat, a barrier to entry, but software vendors don't own that moat anymore."

he confluence of offshore programming, open source technologies and cloud-based infrastructures has significantly lowered the barriers to entry of launching a new venture -- not to mention all those newly minted tech millionaires willing to be angel investors.

"In the new paradigm, [most software] implementations are so much shorter, you don't have to think about that risk. You're not talking about three years and $20 million. You're talking about 75 days and $50,000. You implement little modules and get big wins along the way."

"The idea of buying an enterprise application from a startup company might sound like anathema to a CIO. But Chris Laping, CIO of restaurant chain Red Robin, based in Greenwood Village, Colo., disagrees. He believes we're in the middle of a significant shift that favors startups -- moving from huge applications with extensive features to task-based activities, inspired by the apps running on mobile devices. Featured Resource Presented by Scribe Software 10 Best Practices for Integrating Data

Data integration is often underestimated and poorly implemented, taking time and resources. Yet it Learn More

Mirco Mueller concurs. He is an IT architect for St. Gallen, Switzerland-based Helvetia Swiss Life Insurance Co., which -- having been founded in 1858 -- is about as far from a startup as possible. He recently chose a SaaS tool from an unnamed startup over what he calls "a much more powerful but much more complex alternative. Its list of features is shorter than the feature list of the big companies, but in terms of agility, flexibility, ease of use and adjustable business model, it beat" all of its competitors.

The biggest advantage of startups, in Mueller's opinion? "They have no technical historical burden, and they don't care about many technical dependencies. They deliver easy-to-use technology with relatively simple but powerful integration options."

There's certainly no lack of applications available from new players. At a recent conference focusing on innovation, Microsoft Ventures principal Daniel Sumner noted that every month for the last 88 months, there's been a $1 billion valuation for one startup or another. That's seven years and counting.

But as Silicon Valley skeptics like to point out, those are the ones you hear about. For every successful startup, there are at least three that fail, according to 2012 research by Harvard Business School professor Shikhar Ghosh.

So why, then, would CIOs in their right mind take the risk of buying enterprise applic

The main thing the Tox team is trying to do, besides provide encryption, is create a tool that requires no central servers whatsoever—not even ones that you would host yourself. It relies on the same technology that BitTorrent uses to provide direct connections between users, so there’s no central hub to snoop on or take down.

"The web forum 4chan is known mostly as a place to share juvenile and, to put it mildly, politically incorrect images. But it's also the birthplace of one of the latest attempts to subvert the NSA's mass surveillance program.

When whistleblower Edward Snowden revealed that full extent of the NSA's activities last year, members of the site's tech forum started talking about the need for a more secure alternative to Skype. Soon, they'd opened a chat room to discuss the project and created an account on the code hosting and collaboration site GitHub and began uploading code.

Eventually, they settled on the name Tox, and you can already download prototypes of the surprisingly easy-to-use tool. The tool is part of a widespread effort to create secure online communication tools that are controlled not only by any one company, but by the world at large-a continued reaction to the Snowden revelations. This includes everything from instant messaging tools to email services.

It's too early to count on Tox to protect you from eavesdroppers and spies. Like so many other new tools, it's still in the early stages of development and has yet to receive the scrutiny that other security tools, such as the instant messaging encryption plugin Off The Record has. But it endeavors to carve a unique niche within the secure communications ecosystem."

"Writing software is too hard and it takes too long. It's time for a new way to write software - especially application software, the user-facing software we use every day to talk to people and keep track of things.

This new way should be radically simple. It should make it possible to build a prototype in a day or two, and a real production app in a few weeks. It should make everyday things easy, even when those everyday things involve hundreds of servers, millions of users, and integration with dozens of other systems. It should be built on collaboration, specialization, and division of labor, and it should be accessible to the maximum number of people.

Today, there's a chance to create this new way - to build a new platform for cloud applications that will become as ubiquitous as previous platforms such as Unix, HTTP, and the relational database.

It is not a small project. There are many big problems to tackle, such as: How do we transition the web from a "dumb terminal" model that is based on serving HTML, to a client/server model that is based on exchanging data? How do we design software to run in a radically distributed environment, where even everyday database apps are spread over multiple data centers and hundreds of intelligent client devices, and must integrate with other software at dozens of other organizations? How do we prepare for a world where most web APIs will be push-based (realtime), rather than polling-driven? In the face of escalating complexity, how can we simplify software engineering so that more people can do it? How will software developers collaborate and share components in this new world?

Meteor is our audacious attempt to solve all of these big problems, at least for a certain large class of everyday applications. We think that success will come from hard work, respect for history and "classically beautiful" engineering patterns, and a philosophy of generally open and collaborative development. "

"AN FRANCISCO -- As more employees continue to access consumer cloud accounts at work (regardless of IT rules), the enterprise world is about to reach a breaking point, based on a new report.

Quite simply, U.K. cloud collaboration company Huddle described the trend as a "security time-bomb."

At least 38 percent of U.S. office workers are said to have admitted to storing work documents on personal cloud tools and services, while a whopping 91 percent of workers added they use personal devices (i.e. USB drives) to store and share sensitive company documents.

Huddle argued that this means enterprise and government organizations are at severe risk of losing both data intellectual property forever as this fragmentation continues.

The London-headquartered company published its first State of the Enterprise assessment report amid the official opening of its San Francisco offices on Thursday morning as Huddle branches out to attract a U.S. customer base.

"Legacy technologies create barriers to how we want to work," said Mitchell.

Huddle produces a team-based collaboration platform designed for large teams within enterprises storing content securely and individually. The idea behind Huddle is to replace personal USB drives and "dumb file storage" platforms with open-security models and folder-based content.

As the cloud-based storage and collaboration market grows, it looks like Huddle will be aiming to take on the likes of Box, Google Drive, Microsoft SkyDrive, and Dropbox, among others.

Huddle is framing itself as different in that it constructs a single network for working and collaborating beyond a firewall, removing VPN complexities with single, company-wide login.

Huddle CEO Alastair Mitchell described during an inaugural media presentation that its customers are replacing legacy technologies, calling out SharePoint and Outlook in particular as users move content collaboration out of email.

InfoWorld scorecards: The major native office apps

In the past year, iPad users gained three major editing suites vying for their adoption: Microsoft Office for iPad and Google Apps for iOS both debuted to compete with Apple's powerful iWork suite. At the app level, both Apple and Microsoft released major updates to their presentation, spreadsheet, and word-processing offerings.

"The on-the-go business app toolkit for the iPad Of the tens of thousands of apps available for the iPad, only a relative few are must-have tools for business use. In the last year, the landscape for iPad office apps has changed dramatically, with updates to iWork, the introduction of Microsoft Office, and Google's elimination of the beloved Quickoffice with its own Apps suite.

Read on for our picks of the best native office editors, cloud office editors, and native companion productivity tools for the iPad. (Most work on the iPhone, too!)"

The 47,000 developers making almost two billion API calls to the Box platform per month are a good start, Levie says, but Box needs to go further and do more to customize its platform to help push this user-centric, everything-everywhere-always model at larger and larger enterprises.

Box for Industries is comprised of three parts: A Box-tailored core service offering, a selection of partner apps, and the implementation services to combine the two of those into something that ideally can be used by any enterprise in any vertical.

Box is announcing solutions for three specific industries: Retail, healthcare, and media/entertainment. For retail, that includes vendor collaboration (helping vendors work with manufacturers and distributors), digital asset management, and retail store enablement.

Ted Blosser, senior vice president of Box Platform, also took the stage to show off how managing digital assets benefit from a just-announced metadata template capability that lets you pre-define custom fields so a store's back-office can flag, say, a new jacket as "blue" or "red." Those metadata tags can be pushed to a custom app running on a retail associate's iPad, so you can sort by color, line, or inventory level. Metadata plus Box Workflows equals a powerful content platform for retail that keeps people in sync with their content across geographies and devices, or so the company is hoping.

It's the same collaboration model that cloud storage vendors have been pushing, but customized for very specific verticals, which is exactly the sales pitch that Box wants you to come away with. And developers must be cheering -- Box is going to help them sell their apps to previously inaccessible markets.

More on the standard enterprise side, the so-named Box + Office 365 (previewed a few months back) currently only supports the Windows desktop versions of the productivity suite, but Levie promises web and Mac integrations are on the way. It's pretty basic, but potentially handy for the enterprises that Box supports.

The crux of the Office 365 announcement is that people expect that their data will follow them from device to device and from app to app. If people want their Box files and storage in Jive, Box needs to support Jive. And if enterprises are using Microsoft Office 365 to work with their documents -- and they are -- then Box needs to support that too. It's easier than it used to be, Levie says, thanks to Satya Nadella's push for a more open Microsoft.

"We are quite confident that this is the kind of future they're building towards," Levie says -- but just in case, he urged BoxWorks attendees to tweet at Nadella and encourage him to help Box speed development along.

Box SVP of Enterprise Annie Pearl came on stage to discuss how Box Workflow can be used to improve the ways people work with their content in the real world of business. It's worth noting that Box had a workflow tool previously, but it was relatively primitive and seems to have only existed to tick the box -- it didn't really go beyond assigning tasks and soliciting approvals.

This will be very interesting. Looks like Box is betting their future on the success of integrating Microsoft Office 365 into the Box Productivity Cloud Service. Which competes directly with the Microsoft Office 365 - OneDrive Cloud Productivity Platform. Honestly, I don't see how this can ever work out for Box. Microsoft has them ripe for the plucking. And they have pulled it off on the eve of Box's expected IPO.

"Box CEO Aaron Levie may not be able to talk about the cloud storage and collaboration company's forthcoming IPO, but he still took the stage at the company's biggest BoxWorks conference yet, with 5,000 attendees.

Featured Resource

Presented by Citrix Systems 10 essential elements for a secure enterprise mobility strategy Best practices for protecting sensitive business information while making people productive from LEARN MORE Levie discussed the future of the business and make some announcements -- including the beta of a Box integration with the Windows version of Microsoft Office 365; the introduction of Box Workflow, a tool coming in 2015 for creating repeatable workflows on the platform; and the unveiling of Box for Industries, an initiative to tailor Box solutions for specific industry use-cases. And if that wasn't enough, Box also announced a partnership with service firm Accenture to push the platform in large enterprises.

The unifying factor for the announcements made at BoxWorks, Levie said, is that users expect their data to follow them everywhere, at home and at work. That means that Box has to think about enterprise from the user outwards, putting them at the center of the appified universe -- in effect, building an ecosystem of tools that support the things employees already use."

The Duke engine is an axial design, meaning that its five cylinders encircle the drive shaft and run parallel with it. The pistons drive a star-shaped reciprocator, which nutates around the drive shaft, kind of like a spinning coin coming to rest on a table.

The reciprocator's center point is used to drive the central drive shaft, which rotates in the opposite direction to the reciprocator. "That counter-rotation keeps it in tidy balance," says Duke co-founder John Garvey. "If you lay your hand on it while it's running, you can barely detect any motion at all, it's quite remarkable."

That's borne out by the video below, where the engine revving doesn't even cause enough vibrations to tip a coin off its side.

Instead of cam- or pneumatically-operated intake and outlet valves, the cylinders rotate past intake and outlet ports in a stationary head ring. The spark plugs are also mounted in this stationary ring – the cylinders simply slide past each port or plug at the stage of the cycle it's needed for and move on. In this way, Duke eliminates all the complexity of valve operation and manages to run a five-cylinder engine with just three spark plugs and three fuel injectors.

The Duke engine ends up delivering as many power strokes per revolution as a six cylinder engine, but with huge weight savings and a vast reduction in the number of engine parts.

The engine has shown excellent resistance to pre-ignition (or detonation) – potentially because its cylinders tend to run cooler than comparable engines. Duke has run compression ratios as high as 14:1 with regular 91-octane gasoline. This suggests that further developments will pull even more power out of a given amount of fuel, increasing the overall efficiency of the unit.

"New Zealand's Duke Engines has been busy developing and demonstrating excellent results with a bizarre axial engine prototype that completely does away with valves, while delivering excellent power and torque from an engine much smaller, lighter and simpler than the existing technology. We spoke with Duke co-founder John Garvey to find out how the Duke Axial Engine project is going."

"With the rise of different mobile platforms and content ecosystems over the past decade, the technology world is becoming increasingly fragmented.

Fifteen years ago, there were only a handful of platforms that mattered -- Windows PCs, Macs, and perhaps Linux on the desktop, and primarily BlackBerry in the mobile space. Today, the number is far greater -- Windows (further divided into the pre- and post-Windows 8 offerings), OS X, Linux, Chrome OS, Android (in many varying incarnations), iOS, Windows Phone, BlackBerry, Amazon's Kindle and Fire products, to name the most common. Each of these platforms has become increasingly insular, making lock-in to a specific vendor, device, or OS much more common.

Featured Resource

Presented by Citrix Systems 10 essential elements for a secure enterprise mobility strategy Best practices for protecting sensitive business information while making people productive from LEARN MORE Although it is possible to switch from an iPhone to Android, or from Windows to Mac, there is often a trade-off in making the switch. Apps, music, ebooks, and other content may need to be re-purchased. There will likely be some learning curve. The offerings in the new ecosystem -- apps or content -- may not match the experience to which we've become accustomed, and some may not be available at all.